Topics: Security Challenges and their Management in Border Areas | Linkages of Organised Crime with Terrorism | Various Security Forces and Agencies and their Mandate
Questions
Q1. Bring out the arguments surrounding the idea of employing the principle of 'one border - one force' on Indian borders. (10 Marks)
Q2. Write a brief note on linkages between organised crime and terrorism. Also discuss the challenges involved in combating them in case of India. (15 Marks)
Q3. What are paramilitary forces? Discuss their contribution in the context of India. Enumerate the major issues faced by paramilitary forces. (15 Marks)
Q4. In the wake of growing incidence of terrorist attacks, discuss functional changes which the National Security Guard (NSG) is facing in India, along with the reforms required in this regard. (10 Marks)
Q5. Briefly mention the duties and functions of the Chief of Defence Staff (CDS). Discuss why the establishment of CDS is being seen as an important defence reform. (10 Marks)
Model Structures
Q1. 'One Border - One Force' (10 Marks)
Introduction
The principle of 'one border - one force' was recommended by the Kargil Review Committee after the 1999 India-Pakistan war.
Main Body
Arguments for employing this principle:
- Unity of command and better accountability: Eliminates the issue of multiple forces on the same border reporting to different ministries, and removes ad-hocism in force deployment.
- Enhanced specialisation: Border guarding forces deployed on a specific border are strengthened as per the requirements of the region.
- Optimization of forces: Not deploying border guarding forces for internal security duties prevents cannibalization of battalions and companies, optimising performance.
- Synchronised institutional arrangement for sharing and coordination of intelligence at the field level in border management.
Arguments on tactical challenges in implementation:
- Forces like the Assam Rifles are under dual control of the Ministries of Home and Defence; restructuring efforts have invited opposition from the MoD since 90% of its officer cadre is drawn from the Army.
- Replacing the existing structure could waste experience gained over the years — a sub-optimal option for regional security.
- All CAPFs, including BSF, ITBP and SSB, lack the depth of training and wartime leadership (headed by IPS officers); currently only the Army and special forces are fully equipped for modern warfare.
- Some forces like the BSF are not fully equipped to face a military attack — more suited to peacetime tasks like preventing smuggling and other illegal activities.
Conclusion
While abiding by the principle of One Border One Force is crucial, capacity building of all the forces guarding their respective borders is equally important.
(Current deployment: BSF — Bangladesh & Pakistan borders; ITBP — China border; SSB — Nepal & Bhutan borders; Assam Rifles — Myanmar border. The Army protects the LoC and LAC, while coastal security lies with the Navy and Coast Guard, with State Marine Police as the second line of defence.)
Q2. Organised Crime–Terrorism Linkages (15 Marks)
Introduction
Organised crime is a well-planned and sophisticated method of transnational, national, or local crime involving highly centralised illegal operations.
Main Body
Organised crime and terrorism are linked and feed off each other:
- Organised crime syndicates have better access to money and arms; they are involved in lobbying and have links with politicians to further their interests as well as those of terrorists.
- They provide logistics support and safe passage to terrorist groups — e.g., in the Madrid terror attacks, Al-Qaeda got support from Eastern European organised crime syndicates.
- Terrorist groups in turn provide protection to organised crime syndicates.
- At times terror groups themselves conduct the functions of organised crime — e.g., ISIS capturing oil wells in Iraq, and the Taliban indulging in poppy cultivation.
- When the ideology of a terror group matches that of a crime syndicate, the nexus becomes smoother and more lethal — e.g., the 1992-93 Mumbai blasts saw D-Company supporting LeT to carry out attacks.
- In North-East India, insurgent groups are involved in organised crime like drug trafficking and smuggling.
Challenges in combating them in India:
- The Indian Penal Code, 1860 does not define organised crime — this lack of a legal framework hampers efforts to tackle it.
- Fragmentation of administrative functions: Lack of cooperation and coordination between different agencies and units.
- Low police-to-population ratio, lack of modernization of investigation agencies and dearth of mid-career training affect efficiency.
- Criminalization of politics and the growing nexus among bureaucrats, organized criminals and politicians means strict laws are not passed.
- Glorification of organised crime by movies and media has kept it from becoming a public issue.
Conclusion
India lies in a strategically volatile area, and strict laws are needed to better tackle organised crime. Some state laws include MCOCA and GCTOCA. There is also a need to improve cooperation between agencies for better information sharing.
Q3. Paramilitary Forces — Contribution & Issues (15 Marks)
Introduction
Paramilitary forces are organizations structured and trained similarly to a professional military but not officially part of a country's armed forces. They typically carry out internal security tasks — maintaining law and order, safeguarding borders, handling riots and insurgencies, and assisting in disasters and emergencies. Examples: BSF, CRPF, ITBP, CISF.
Main Body
Contribution of paramilitary forces:
- Area domination exercises: Ensuring law and order through patrolling and searches.
- Intelligence gathering on criminal and terrorist activities, shared with authorities.
- Supervision and training: Improving law enforcement and counterterrorism through police supervision and training.
- Border management and first line of defence: Safeguarding borders, preventing illegal activities and trans-border crimes.
- Counterinsurgency operations: Assisting where situations are beyond state police control.
- Security for diplomatic missions abroad; VIP protection through NSG, CRPF and CISF.
- UN peacekeeping operations: Deploying personnel for international missions.
- Anti-Naxal operations: Supporting affected states to restore law and order.
- Supporting the police in insurgency, terrorism or communal violence areas.
- Disaster management: Effective assistance in domestic and international disasters.
Issues faced by paramilitary forces:
- Poor coordination with state police due to differences in organizational culture and procedures; insufficient coordination with intelligence agencies.
- Low morale: Inadequate recognition and compensation, leading to high attrition.
- Poor personnel management: Concerns over working conditions and personnel numbers in border guarding forces.
- Lack of training: Inadequate infrastructure causing skill gaps in modern technology and tactics.
- Numerous responsibilities: Heavy reliance on these forces affects their core duties of counterinsurgency and border patrolling.
- Bureaucratization: Higher posts filled by deputations, undermining the welfare of cadre officers; forces headed by IPS officers despite having their own cadres.
- Chaotic deployments: Lack of stability and peace postings, with duties like VIP security and elections.
- Absence of robust in-house grievance redressal: Soldiers resorting to social media to raise concerns.
- Infrastructural deficiencies in CAPF training institutions; asymmetrical salary — not on par with the Armed Forces in pay and allowances.
- Shortages of arms, ammunition and delays in combat-ready equipment and medical facilities in hostile environments.
- Politicization of forces affecting soldiers' psyche; difficult working conditions.
Conclusion
While the government has tried to address these issues through risk and hardship allowances, assured career progression, grievance and feedback management systems, and the Bharat ke Veer fund, it is still a work in progress.
Q4. NSG — Functional Challenges & Reforms (10 Marks)
Introduction
- The NSG is India's premier counter-terrorist force for anti-hijacking, counter-terrorism, hostage rescue and other special operations. OR
- The handling of the 26/11 Mumbai attacks and the Pathankot air base attack raised serious questions about the preparedness of these forces.
Main Body
Issues associated with the NSG:
- Coordination challenges: Manned by a mix of personnel from all forces with different cultural and professional outlooks.
- Leadership issues: Headed by a senior IPS officer with limited practical experience in counter-terror or irregular warfare operations.
- Logistics issues: Stationed at only a few centres; limited independent logistics capacity causes delays — e.g., the delayed arrival from Manesar during the November 2008 Mumbai attacks.
- Training issues: Lack of terrain information in different geographies delayed the conclusion of the Pathankot operation; the force is marred by shortages of cutting-edge equipment and training aids.
Reforms needed:
- Establish the force as an independent special operations command with its own cadre and leadership.
- A dedicated Air Wing to strengthen aviation capability and timely movement.
- Local quick-response groups (NSG hubs) under central forces for rapid action.
- Implement the modernisation programme to provide modern equipment; free the procurement system from bureaucratic delays.
- Upgrade training by sharing experiences with specialist forces of other countries — SAS (UK), GSG-9 (Germany).
Conclusion
In the wake of growing terrorist violence in different forms, it is pivotal that the NSG emerges as a lean and agile force with focus on speed, stealth, precision and zero error.
(The NSG was raised in 1984 and institutionalised under the National Security Guard Act, 1986. It operates under the Ministry of Home Affairs.)
Q5. Chief of Defence Staff (CDS) (10 Marks)
Introduction
- The Chief of Defence Staff (CDS) is a high military office created by the Ministry of Defence that oversees and coordinates the working of the three Services, offering seamless tri-service views and single-point advice to the Executive on long-term defence planning and management. OR
- Various committees on defence and military reforms (Naresh Chandra Committee, Shekatkar Committee) had recommended the creation of the post of CDS in India.
Main Body
Duties and functions of the CDS:
- Functions as the Permanent Chairman of the Chiefs of Staff Committee instead of a rotational chairman.
- Heads the Department of Military Affairs and functions as its Secretary.
- Acts as the Principal Military Adviser (PMA) to the Defence Minister on all tri-service matters.
- Acts as the Military Adviser to the Nuclear Command Authority (NCA).
- Is a member of the Defence Acquisition Council (DAC).
CDS as an important defence reform:
- Ensures jointness in operations, procurement, and training through joint planning, integration of requirements, and establishment of joint/theatre commands.
- As PMA — enables active participation of the military in policy-making, accelerates decision-making, and acts as the single-point advisor to the Government of India.
- As advisor to the NCA — a strong hold in nuclear operations decisions, enhancing the credibility of India's nuclear deterrence.
- As a DAC member — promotes effective planning; implements the five-year Defence Capital Acquisition Plan and two-year roll-on Annual Acquisition Plans as follow-ups to the Integrated Capability Development Plan.
Conclusion
The appointment of the CDS is one of the measures to modernise and integrate the armed forces; its success depends on the CDS's ability to synergize the operations of the three services. It should be complemented by an overhaul of the defence acquisition process, creation of theatre commands, and technological upgradation of the forces.
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